7 Do you think cloud is just an IT obsession? Business leaders disagree Cloud is extremely important to overall business success LOB s strategic interest in cloud will soon surpass IT s and it spans virtually every area of the business (finance, operations, sales and marketing, product development). Today In three years 72% LOB 112% increase 58% 49% 34% IT 18% increase Who manages cloud services in your organization? IT IT/LOB partnership Line of business Other 45% 16% 36% 3% Cloud was defined as encompassing application, platform or infrastructure as a service as well as private, public or hybrid delivery models. Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiation For more info, visit: ibm.com/ibmcai/globalcloudstudy 52% 7

8 As cloud aspirations grow, pacesetting enterprises are out ahead driving competitive advantage, not just efficiency High Adoption level Chasers 31% Pacesetters 18% Challengers 51% Pacesetters have deployed cloud on a broad scale and are gaining competitive advantage through cloud. Top cloud driver: Market responsiveness Challengers are on par with Pacesetters in achieving greater efficiency through cloud, but still lag on differentiation and market responsiveness. Top cloud driver: Collaboration Chasers are more cautious about cloud. They re in early stages of adoption and are not yet using cloud to drive competitive advantage. Top cloud driver: Workflow optimization Low Low agreement Gaining competitive advantage through cloud High agreement Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiation For more info, visit: ibm.com/ibmcai/globalcloudstudy 8

10 Looking forward, how will Pacesetters continue to stay ahead? Most valuable capabilities in cloud of the future Product/service building blocks: Easy-to-assemble industry or business service components they can use to construct new products or services Pacesetters Chasers 38% 60% (Even bigger) big data: Access to and management of vast data stores they can t get to now Pacesetters Chasers 50% 59% Industry-specific platforms: Cloud platforms with applications and computing environments designed specifically for their industry Pacesetters Chasers 27% 57% Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiation For more info, visit: ibm.com/ibmcai/globalcloudstudy 10

12 Cloud-Anwendung in der Zukunft wird eine Frage für Organisationen wie sie dadurch ihre Wettbewerbsposition verbessern können Business objectives: Prioritize competitive differentiators to tackle via cloud Given your competitive positioning, consider where cloud could drive greater differentiation. New business strategies? Faster product or service innovation? Better ways of engaging customers? Changes to your business model? More informed strategic or operational decisions? New or broader networks of expertise? Cloud strategy: Drive enterprise responsiveness through holistic strategy The broader and more strategic your cloud initiatives are, the more critical it becomes to have an enterprise-wide strategy. How does your cloud strategy enable mobile, social and big data initiatives? Are IT and LOB collaborating effectively to manage cloud services and make investment decisions? Is senior management on board? What kind of governance structure do you have in place? Cloud technology: Align platforms to business objectives With prioritized differentiators and an enterprise cloud strategy, technology decisions can be better aligned with business needs. Which systems should be on open-source platforms to gain speed, scale, access and avoid lock-in? Do you have the right mix of public and private cloud to meet your requirements? Or will you need the flexibility of integrated, hybrid cloud? Where might an industryspecific platform supply tailored functionality or fill an expertise gap? Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiation For more info, visit: ibm.com/ibmcai/globalcloudstudy 12

13 Copyright IBM Corporation 2013 IBM Corporation New Orchard Road Armonk, NY Produced in the United States of America October 2013 IBM, the IBM logo and ibm.com are trademarks of International Business Machines Corporation in the United States, other countries or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol ( or TM), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. Other product, company or service names may be trademarks or service marks of others. A current list of IBM trademarks is available on the web at Copyright and trademark information at ibm.com/legal/copytrade.shtml This document is current as of the initial date of publication and may be changed by IBM at any time. Not all offerings are available in every country in which IBM operates. THE INFORMATION IN THIS DOCUMENT IS PROVIDED AS IS WITHOUT ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING WITHOUT ANY WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT. IBM products are warranted according to the terms and conditions of the agreements under which they are provided. GTP11058-USEN-00 13

14 To learn more about the study, please visit ibm.com/ibmcai/globalcloudstudy Source: IBM Center for Applied Insights Under cloud cover: How leaders are accelerating competitive differentiation For more info, visit: ibm.com/ibmcai/globalcloudstudy 14

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